Curriculum vitae of:

Timothy S. Noland

Driven Leader

Decisive and effective automotive Plant Manager skilled in leading cross-functional teams to meet customer demands and deadlines with exceptional communication and problem solving sills.

Exhibits ownership ability of product launches P558, P473, P356, C520, C344, and 15 prior launches of Ford Motor Company programs.

Driven leader with demonstrated achievement. Very detail oriented; an effective business builder, with mentoring skills and a keen insight to solving both business and manufacturing problems.

Proven manager adept at creating synergies and enabling business growth through accelerated throughput, increased capacity, and reduced inventory and manpower optimization in both stable and unstable environments.

Core Qualifications

Faurecia Excellence System

Manufacturing Leadership

Product Management

Complaint Handling & Resolution

Production Systems Management

Quality Management

Engineering Restructure

Supply Chain/Logistics Management

Root Cause Analysis

Facility Launch Management

Teambuilding & Training

Cost-Reduction Strategies

Professional Experience

DERBY FABRICATING – Louisville, KY

Director of Continuous Improvement and Process Engineering 1/2019 to Present

Define and measure standard productivity metrics, KPI’s and action plans for 5 corporate owned facilities that support increased revenue/profit including:

execution of business-critical projects and create a culture centered on the achievement of business impact, accountability and flawless execution

Multi plant responsibility for production/on-time shipping, maintenance, process engineering, and continuous improvement

Manage & deliver all CAPEX acquisitions in all facilities

Promote and facilitate the continuous improvement culture on an enterprise-wide basis.

Develop and implement processes resulting in self-sustaining continuous improvement capability throughout the organization.

Develop the content, train, review and assist with implementation of continuous improvement tools and kaizen action plans.

Ensure operating metrics and key performance indicator systems are consistently tracking the appropriate measures and provoking appropriate responsive behavior.

Participate in business operating reviews to ensure focus and sense of urgency with respect to production, continuous improvement implementation priorities.

Constructively challenge business unit use of continuous improvement initiatives to deliver world-class results.

Provide support for acquisition due diligence and integration.

Actively build organization wide support for strategic initiative implementation and change management to help drive “best practices” across the business units.

Identified savings of $3.3 million in process improvements in first 6 months in role

Plant Manager 3/2017 to 12/2018

Tasked to lead turnaround effort on the largest plant in the company, historically under achieving as compared to the other plants. As a change agent develop a TPS mindset to drive efficiencies to improve EBITDA toward budgetary targets; implement 5 S activities in the plant to reduce waste, standardize processes, improve the visual factory and drive safety metrics to zero. Utilize TPS & Lean methodologies to drive order fulfillment (eliminate back order log) and drive expedited freight charges to corporate targets $100k reduction year over year 2016 to 2017.

Selected Contributions:

Award: awarded 2018 The M&A Advisor Turnaround Award for the Louisville Plant results in 2017

Process Improvement: in first 6 months in role utilized lean methodologies to reduce headcount by 30% (25 operators) while improving efficiency by 23%

Quality Systems: drove quality improvements to reduce customer impact events;drove scrap control initiatives to bring scrap down to company acceptable standards (25% reduction year over year 2016 to 2017)

Metrics improvement: In 90 days reduced back order log to acceptable standards, eliminated expedited freight due to production issues. Improved plant layout to eliminate PMHV vs pedestrian interaction, and improve efficiency.

Financial improvement: 30 days prior to my hire EBITDA actual was -3.96%, after 90 days month end closing EBITDA for 5/2017 8.94% (a 12.9% improvement); 2017 10.4% EBITDA, 17.8% improvement year over year March 2017 v. 2018, In 2018, drove $844k EBITDA improvement out of my facility, which carried the improvement for the company.

Preventive Maintenance: launched PM program for ALL 5 plants to improve uptime percentage and reduce unplanned downtime due to equipment failure

Discretionary Cost Controls: implemented controls for plant consumables to reduce uncontrolled spending and shrinkage - 22% improvement 2016 to 2018.

GRUPO ANTOLIN – Louisville, KY 6/2015 to 2/2017

Plant Manager

Tasked to launch brownfield site, establish MOD/MOI hiring/training plan to coordinate with OEM build timing, coordinate facility build out & equipment installation, manage Q,C,D,P indicators for launch activities as well as complete P&L responsibility of two facilities

Selected Contributions:

Identified $110k in cost saves in facility build out process

Identified insourcing opportunity that resulted in $600k in cost avoidance & allowed LVL plant to establish internal systems & protocols prior to new model launch

Sourced and orchestrated a sub-lease to optimize the plant square footage which realized $360k in cost saves, & $100k in profit

Drove layout/lean initiatives to optimize FIFO, inventory accuracy, and customer responsiveness while reducing 3 MOD/shift prior to product launch (12 MOD total)

Led plant team that achieved corporate best ISO/TS audit findings that will enable plant to attain Ford Q1 system certification

FAURECIA INTERIORS — Louisville, KY 10/2011 to 6/2015

C520/C344 Autonomous Production Unit (UAP) Manager, 1/2014 to 6/2015

Implemented process improvements that reduced techno scrap from 3% to 2% (world class)

Selected Contributions:

Tasked to drive Direct Labor Efficiency (DLE) in UAP to budget targets to improve profitability

Drive II submissions and FES implementation in UAP to group standards

Interim Production Control & Logistics (PC&L) Manager, 8/2013 to 1/2014

Seamlessly covered PC&L manager role while position was sourced with zero customer impact, maintaining a perfect delivery score

Selected Contributions:

Layout - Optimized plant floor layout to improve process and part flow which enabled plant to be awarded four (4) additional programs, launched in 2014

Faurecia Excellence Systems (FES) Specialist, 10/2012 to 1/2014

Championed plant team tasked to prepare plant for initial Systems Audit - receiving record first year U.S. plant audit score of 45

Selected Contributions:

Attained labor efficiency targets and a 10% reduction of manpower in S1 2013 from Production System Efficiency (PSE) projects lead

Drove $/vehicle and DLE figures toward budget targets by facilitating and assisting UAP efforts to reach all MOD reduction targets in both S1 & S2 for 2013

Planned and directed Production System Efficiency (PSE) with layout overhaul to improve overall safety and logistic flow of plant with minimal cost incurred and no impact to production in any area, making square footage available for additional programs

Autonomous Production Unit (UAP) Manager, 10/2011 to 10/2012

In less than 90 days on-board, launched brownfield facility while maintaining 3% or less scrap to budget costs while minimizing hourly overtime.

Selected Contributions:

Led UAP team to assure appropriate staffing and hiring plan adherence, maintain working environment according to Group Health, Safety & Environment (HSE) standards, detect and advise training needs, share information (transparency), participate in career management initiatives, etc.

Championed team that launched a Brownfield production plant to hit all new model ramp curves satisfying all customer deliverables

Implement action plans in order to improve functionality/productivity and to obtain program and group objectives; make necessary corrective adjustments.

Coordinate resource planning with Industrial Engineering department concerning stocks, equipment, staffing, activities, etc.

HOUSTON-JOHNSON, INC. — Louisville, KY

6/2007 to 09/2011

Operations Manager, 4/2010 to 09/2011

Manufacturing Manager, 1/2008 to 09/2011

Shift Supervisor, 6/2007 to 12/2007

Recognized in 2009 as the salaried employee of the year for cost savings to budget, reducing employee turnover, and 15% increase in production. Sole point of contact for all customers on first shift while managing all office staff. Take pride in teambuilding and coaching of all hourly employees.

In my P/L responsibilities, I am continuously seeking cost saving measures.

Selected Contributions:

Lean, Six Sigma, Best Practices, Project and Product Management: Tasked to coordinate the shuttering of one facility while integrating those operations into the corporate facility; also tasked to manage operations of the JIT/Sequencing and Manufacturing Units consisting of a two shift operation, and 50+ hourly employees. Seamlessly transitioned and integrated the two buildings while managing the ongoing operations with zero impact to all customers, realizing a $40,000 cost save to budget on this project.

Product Management: Launched Seating Manufacturing Division: tasked to design, coordinate brownfield facility setup, train employees and insure program development. Within 8 weeks, successfully managed facility build-out and attaining run at rate while achieving ISO 9001:2000 certification. This achievement has allowed HJI to become ISO certified as a Distribution and Manufacturer of Assembly Components.

Process Re-engineering: Lack of production processes leading to high WIP inventory and inability to hit production goals. Tasked by VP to evolve the processes and reduce WIP inventory to achieve 100% on time delivery goals. Within 6 weeks, reduced constraints in process’ achieving on time delivery goals, and reducing labor costs by 30%.

Best Practices: Tasked with the day to day shift operations of a sequencing and logistics operation offering JIT product to the customer. Increased and improved Quality processes that led to zero defects for the first 16 weeks after implementation. This improvement, a first in company history, led to greater customer confidence enabling HJI to be awarded additional business.

FORD MOTOR COMPANY, KENTUCKY TRUCK PLANT — Louisville, KY

1/1995 to 12/2007

Product Specialist-Super Duty Launch team, 2/2003 to 5/2007

Team Leader - Trim Department, 11/2002 to 2/2003

Utility/Repair Operator – Trim Department, 7/1999 to 11/2002

Operator – Trim Department, 7/1998 to 7/1999

Behr Systems Operator - Paint Department, 1/1995 to 7/1998

Advanced to increasingly responsible positions. Directed 18 employees to as many 50 in a team setting. Maintained high standards in production quality, safety, and complied with regulatory guidelines.

Selected Contributions:

Lean, Six Sigma, and Best Practices: Part of team tasked with the set up and launch of new $10 million trim shop, along with readying plant for launch of P356 Super Duty vehicle; including setting job standards, cycle line layouts, warehouse and part placement. Including scheduling, managing, and performing training for all affected employees. The successful completion of this launch to schedule allowed Ford to beat competition to market with new 2008 Super Duty vehicle.

Education

McKENDREE UNIVERSITY — Lebanon, IL

2010

MBA, Business Administration

McKENDREE UNIVERSITY — Lebanon, IL

2009

BBA, Business Management

Graduated “Magna Cum Laude”

Sigma Beta Delta Honor Society member

Media

Louisville Business First — How This Plant Manager is Developing, Retaining Workforce (Province, 2016)

LinkedIn Profile — https://www.linkedin.com/in/timothynoland/

Extracurricular and Service

ST. GABRIEL CATHOLIC SCHOOL — Louisville, KY

2001 to 2012

Head Coach Varsity Basketball

JEFFERSON COUNTY PUBLIC SCHOOLS — Louisville, KY

2013 to 2014

Assistant Coach Varsity Cheerleading – Seneca High School Magnet Career Academy

GREATER LOUISVILLE INC. — Louisville, KY

2015 to present

Member

ADVANCED MANUFACTURING & LOGISTICS COMMITTEE, GLI — Louisville, KY

2015 to present

Board Member

LANGUAGES — Conversational Spanish & Native English

Professional References

Raj Palanisamy

STA Program Manager

Ford Motor Co.

Cell 313-***-****

adckpn@r.postjobfree.com

Daniel Cline

Franchise Owner

Express Employment Professionals

Cell 502-***-****

adckpn@r.postjobfree.com

Chad Hennessey

Vice President

Insuramax, Inc.

Office 502-***-****

Cell 502-***-****

adckpn@r.postjobfree.com

Van Hodge

Assistant Manufacturing

Production & Logistics Manager

Ford Motor Co. – Louisville Assembly Plant

Cell 502-***-****

adckpn@r.postjobfree.com

Derek Bland

Vice President, New Business Development

Houston-Johnson, Inc.

Office 502-***-****

Cell 502-***-****

adckpn@r.postjobfree.com

Lee Tibbitts

Advanced Manufacturing Engineering Manager

General Electric

Cell 205-***-****

Contact this candidate